Improving General Practice for the People of West Cheshire

Transcription

1 Improving General Practice for the People of West Cheshire Huw Charles-Jones (GP Chair, West Cheshire Clinical Commissioning Group) INTRODUCTION There is a growing consensus that the current model of general practice is not working well and is struggling to meet all the challenges it faces. The challenges are well known and are being faced by the whole of the NHS and Social Care They include a population who are living longer with increasingly complex health and care needs, and patients who are more demanding of information about their care and who expect better access and more involvement in their care planning. These increasing demands are occurring against a backdrop of falling government spending on social care. General practice needs to respond to these challenges and embrace the development of a more proactive, patient centred, community based, out of hospital model of care. It also needs to adopt the rapidly developing communication and technological advances that are making these changes possible. The scale of the challenge faced by general practice is illustrated by the figures below: GPs provide 90% of NHS care with only 9% of the budget 5 Consultations in general practice have increased by 75% between 1995 and There has been an increased clinical workload in general practice of over 40% since The Nuffield Trust and King s Fund highlight the problem of initiating change in general practice and describe practice teams as being caught on a treadmill of trying to meet demand whilst at the same time lacking the time to work out how to change the way they work. 1 Securing the future of general practice: new models of primary care, nuffieldtrust, July Primary Care: Today and Tomorrow - Improving general practice by working, Deloitte, May Transforming primary care: let's start with the basics, The King's Fund, January Time for radical change to shift power to patients, The King's Fund, November Fairer investment needed for general practice 'to keep NHS sustainable', Royal College of General Practitioners, June Office for National Statistics, cited in Howard and others, 2013, p 6

2 Our role as a Clinical Commissioning Group, is to not only identify the changes that are needed, but to create the space for change to occur and to work with NHS England to facilitate it. Evidence from health systems that have changed successfully, such as Canterbury in New Zealand, is that to bring about effective change the following enablers need to be in place 7 : Creation of a vision Sustained investment in training and development to promote change and innovation New forms of contracting The purpose of this paper is to set out the vision. In trying to describe a vision for general practice it is crucial that we do not see change in general practice in isolation from the change required, and already happening, in the rest of the health and social care system. This paper seeks to describe how general practice in west Cheshire needs to change and modernise so that it can play a full role in the West Cheshire Way the vision for our local health and social care economy. The Clinical Commissioning Group will need to consider what resources it can use to support this change and to work with NHS England to explore what contractual mechanisms are available to facilitate change. A NEW MODEL OF GENERAL PRACTICE FOR WESTERN CHESHIRE We want to build on the strengths of high quality general practice that already exist. The ideas for change within this vision are drawn from national examples of best practice but also from ideas generated locally by our GP community. As we look to modernise general practice locally we must remember why general practice is so important to the NHS, helping it continue to be one of the most cost effective health systems in the world 8 : The GP registered list provides the basis for the coordination and continuity of care. About 99% of the population are registered with a general practice in the UK. 7 The quest for integrated health and social care, The King's Fund, September Mirror, mirror on the way, how the performance of the US healthcare system compares internationally, The Commonwealth Fund, 2010

3 The generalist skills that GPs possess means that they are able to consider the physical, psychological and social needs of patients which improves decision making especially when managing complex patients often elderly patients GPs manage risk and uncertainty well, often without resorting to expensive and inconvenient hospital investigations GPs as part of practice and community teams are experienced in the management of long term conditions The practice clinical IT systems are well established and can support the management of long term conditions, track changes in health status and support population health interventions like screening and immunisations. In West Cheshire all but two practices are now on, or are in the process of moving to, EMIS Web. In order to respond to the challenges set out above and to make the changes required locally as part of the West Cheshire Way, general practice will need to change in the following areas: Improved access with continuity of care Managing demand and developing alternatives Integrated communication and information sharing The GP practice and the local community IMPROVED ACCESS WITH CONTINUITY OF CARE Access to high quality general practice is essential in a successful health care system 9. There is a growing body of evidence that patients satisfaction with access to general practice affects attendances at A&E Those patients who are more satisfied are less likely to use A&E. A rise in A&E attendance may be a factor in rising emergency admissions, but the evidence also suggests that loss of continuity of care and poor quality out of hours services can lead to a higher than expected number of emergency admissions This suggests that general practice needs to balance the need to provide good access to those patients who require it whilst at the same time providing continuity of 9 Book review: Primary care: balancing health needs, services and technology, International Journal of Integrated Care, Access to general practice and visits to emergency departments in England: a cross sectional, population based study, T E Cowling et al, June Data briefing: improving GP services in England: exploring the association between quality of care and experience of patients, The King's Fund, November Avoiding hospital admissions, what does the research evidence say, The King's Fund, December Characteristics of general practices associated with numbers of elective admissions, Journal of Public Health Advanced Access, March 2012

4 care to patients with more complex long term conditions especially the frail elderly. The latter group also require timely home assessment so that the system delays that currently exist do not lead to deterioration in their condition with resulting increased morbidity and likelihood of hospital admission. Principle 1: We want to ensure that patients are consistently able to contact their GP practice easily and have a choice of ways to contact the practice. One of the biggest barriers to patients accessing general practice is difficulty getting through on the telephone. In West Cheshire patient satisfaction with getting through to their practices varies between 37% and 97% 14. This level of variation suggests we can not only do better but also learn from each other. The new model of general practice in West Cheshire will ensure that the techniques used in the best performing practices are spread across the Clinical Commissioning Group. Many practices offer web based booking for appointments, but not all, and those that do could probably offer more. A few practices in West Cheshire are trialling the use of text messaging to inform patients of normal results and to send patient reminders. New technologies can also offer alternatives to the traditional face to face consultations with becoming commonplace in the UK and elsewhere 1516 and Skype consultations being piloted 17. Many practices enable patients to request prescriptions on line via the practice website, again this facility needs extending along with realising the ambition of electronic prescribing. Feedback from the September 2013 Membership Council and from the GP practice listening visits highlighted that too much GP and administrative time is taken up chasing misplaced results and correspondence from the hospital. This is time that could be spent seeing patients or answering the telephone. Principle 2: We want patients requiring urgent assessment to have an effective first clinical contact Much work has already taken place in West Cheshire to improve access for patients requiring urgent assessment. Most notably several practices have adopted the Patient Access model, where GPs speak to all patients with a new problem who contact the practice requesting an appointment 18. We need to learn from this and explore the potential to roll out across practices. 14 GP Patient Survey Results 15 Giving patients access to their GP, Pulse Today, May Redesigning primary care: the group health journey, The King's Fund, September GP pilots Skype consultations with patients, GPonline.com, March Patient Access Website

5 There is little published evidence about the effectiveness of nurse triage in primary care although anecdotal evidence suggests that triage alone does not prevent a later face to face consultation 19. What seems to be important in improving access, whilst at the same time managing capacity, is to make the first clinical contact as effective as possible. This means ensuring that the nurse or GP making the call is in a position to deal with the patient s problem there and then, without onward referral or a later appointment. This may be by giving advice, but it may require a prescription or other intervention. Larger practices will find it easier to provide this high level of first contact expertise so it may require practices to merge to provide the service across several sites. Principle 3: We want patients to have local access to GP practice services outside of core hours (Monday Friday 8.00am 6.30pm). As the NHS as a whole considers how it will begin to provider better and safer seven day care for patients, we need to think how general practice needs to change to meet this demand. GP practices currently have to be open Monday to Friday, 8.00am to 6.30pm. In West Cheshire no individual practices offer an extended hours service to open beyond these core hours. Instead funding has been pooled and West Cheshire Out of Hours Service provides early evening clinics on a Monday to Friday and on a Saturday morning in the three geographical areas of the Clinical Commissioning Group. Whilst pooling of the budget has given all patients access to extended hours six days a week, the number of appointments are small and their use by practices is not equitable. Extending the opening hours of practices will require investment, which will need to come from elsewhere in the health economy. As illustrated above, the savings should be realised by reduced A&E attendances and emergency admissions. The delivery of extended hours could be by individual practices, by practices joining together to form clusters or super practices or by investing further in the current Out of Hours provider. Again improved IT will be crucial to this development. Principle 4: We want to provide rapid assessment and care to patients at risk of emergency admission. The traditional model of general practice builds inevitable delays into the care of the most vulnerable patients. Frail older people and those with complex needs who are unable to attend surgery often deteriorate rapidly but prompt assessment and treatment can prevent emergency admission 20. It is not possible for small practices 19 The effectiveness and cost-effectiveness of telephone triage of patients requesting same day consultations in general practice: study protocol for a cluster randomised controlled trial comparing nurse-led and GP-led management systems (ESTEEM), Campbell et al, Breaking the mould without breaking the system, NHS Alliance, November 2011

6 to have a dedicated and responsive visiting service so it seems inevitable that practices need to join together to provide this service 21. In some nearby areas an acute home visiting service provided by North West Ambulance Service gives ambulance crews an alternative to taking the patients to hospital. This service has been effective at reducing emergency admissions 22. A local acute home visiting service could develop a similar arrangement with the ambulance trust. General practices need to use their registered list of patients to anticipate care needs and identify patients at risk of hospital admission. The development of integrated teams (nurses, therapists, social workers etc.) support our most vulnerable patients is an important part of this model and will enable more people to be cared for at home. Principle 5: We want patients, particularly frail older people and those with long term conditions to receive continuity of care from an appropriate team of health and social care professionals. As highlighted earlier in this paper, in order to reduce hospital admissions continuity of care is important. One of the aims of the changes in access and managing demand, by providing alternatives to GP face to face consultations, has to be to create space for continuity for those more vulnerable patients who need it, such as the terminally ill, frail older people and those with physical or learning disabilities. This means that the appointment system, the first contact with the patient and the home visiting service should all promote continuity of care, at least over an episode of illness. This is especially important in care homes and practices will need to consider how they can provide this. Principle 6: We need to increase the intensity of care provided to patients in Residential and Nursing Homes to ensure continuity of care and good medication management. This group of vulnerable patients benefit most from continuity of care, co-ordinated across health and social care. Without this they are more likely to be admitted to hospital as an emergency 23. Their care also needs planning and more consideration given to end of life care and medication reviews. In West Cheshire we have a service to support the care of patients in nursing homes, but this needs extending to include residential homes. The model in Sheffield, highlighted by the Royal College of General Practitioners provides a useful example of how this can be done 23. In 21 How our acute visiting service reduced emergency admissions by 30 percent, Pulse, March GP provide full time visiting service in bid to cut emergency admissions, Pulse, March Care Homes Case Study - Sheffield Locally Enhanced Service (LES), Royal College of General Practitioners

7 addition there are examples of community pharmacies being involved in regular medication reviews in a partnership with the homes and GPs 24. Managing Demand and Developing Alternatives Principle 7: We will help patients to self-care through use of techniques such as motivational interviewing, shared decision making and the use of shared care plans. There is evidence that clinical staff do not regularly support patients in developing the skills needed for self-care and self-management 25. In part this is due to a lack of training in what is available so a crucial element of developing a new model for general practice in West Cheshire will be a programme of training for clinicians to make them more able and willing to direct patients to self-care opportunities. As highlighted by the Health Foundation, this requires a change in the relationship between patients and clinicians and even a change in language used facilitate selfmanagement rather than rely on the medical model of cure 26. Principle 8: We will actively develop alternatives to general practice including minor ailment scheme, social prescribing and direct access services. The Pharmacy First scheme was a national initiative to pay appropriately trained pharmacists to provide advice and treatment for a range of minor ailments. Its uptake nationally was patchy. A local scheme in West Cheshire was initially successful but has become less effective due to a lack of continued development and a reduction in the availability of trained pharmacists which made the service unreliable and so less effective (described in an internal Clinical Commissioning Group paper). This scheme is being re-launched and needs to be well supported by the Clinical Commissioning Group working closely with the Area Team. Once again we need to consider carefully how information is communicated between GPs and the pharmacists. We need to get better at providing alternatives to the medical model of care for those patients who are frequent users of primary and secondary care who have multiple physical and mental health problems that are not explained or helped well be modern biomedical techniques 27. Evidence suggests that social prescribing or 24 Improving Pharmaceutical Care in Care Homes, Royal Pharmaceutical Society Scotland, March High quality care for all, now and for future generations: Transforming urgent and emergency care services in England, NHS England, Self-Management support resource centre - Health Foundation 27 Social prescribing in general practice: adding meaning to medicine, The British Journal of General Practice, June 2009

8 community referral can be an effective route to provide psychosocial and/or practical help for: Vulnerable and at risk groups, for example low-income single mothers recently bereaved elderly people, people with chronic physical illness, and newly arrived communities People with mild to moderate depression and anxiety People with long term and enduring mental health problems Frequent attenders in primary care 28 In areas where this is established and works well, such as Bromley by Bow Health Centre in East London, the evidence suggests that it is best delivered by a facilitator working with additional personal support for the patient, often provided by volunteers. This facilitator role and the new development of a social prescribing data base would be another element of the new model for general practice in West Cheshire. In West Cheshire at present access to physiotherapy and mental health therapy is by referral from a GP. It does not have to be like this and there are examples in other parts of the country where direct access works well Whilst offering direct access would improve access and reduce demand on GP services it would need careful development with the current providers, agreed clinical pathways and improved communication. Principle 9: We will commission new technology to support patients to selfcare and self-monitor their conditions. There is a continuing and rapid growth in the use of online and mobile technology to support patients to manage both immediate health concerns and long term conditions. An example of this is the NHS symptom checker 32 and other online and mobile apps. An important element of training clinicians in support self-care will be increasing their awareness and use of these new technologies. We also need to get better at working with our health and social care partners in using telecare and telehealth to support patients in managing their own conditions in their own homes. These technologies exist and have been introduced already in this area, but in order to maximise their benefit general practice needs to become a more involved partner. We cannot make the changes we want to make in general practice without involving patients from the outset and whilst the traditional methods of engagement such as 28 Social prescribing for mental health - a guide to commissioning and delivery, Care Services Improvement Partnership 29 Physio Hull 30 Musculoskeletal physiotherapy: patient self-referral, Chartered Society of Physiotherapy, August Newham IAPT - Our Health - East of England 32 NHS Direct - Health and symptom checkers on your mobile

9 practice Patient Participation Groups are important we will need to get much better at involving all patients so we will need to use social media more effectively. Social media can also be used to help patients improve their own health and wellbeing through innovations such as Puffell 33 and to manage their long term conditions. Principle 10: We will build on existing technology and invest in additional technology to enable the other principles to be achieved and improve communication between general practice and other partners in care delivery. Running through all the changes described above is the requirement for much better communication and agreed pathways of care between general practice and all its partners in health and social care. Improved and joined up information technology and shared communication underpins the West Cheshire Way vision and it is especially important that the developments in information technology needed for general practice are considered within this overall strategy. THE GP PRACTICE AND THE LOCAL COMMUNITY Principle 11: We will ensure that GP practices become community resources to improve the health and wellbeing of local people. One of the aims of the West Cheshire Way is to support people in their community. The GP practice and the GP registered list is a vital element in achieving this. GP practices can play a much greater role in promoting the health and wellbeing of the community. There are examples across the country where this is happening, such as Bromley by Bow 34. The new model of general practice for West Cheshire will allow practices to develop in this way by encouraging partnerships with other local public, private and voluntary sector organisations. Principle 12: We will involve patients in the design and development of the new model of primary care. In planning and delivering a new model the patients of the communities involved need to be part of the process from the outset. The necessary changes will not be successful without this close and continuous involvement. One of the reasons for the success of the reforms to the health and social care model in Canterbury, New Zealand was that a key measure of success was whether it reduced the time patients spent waiting 35. The overall aim of changing the way care is provided is not what makes the system better for practice staff, nurses or doctors, but what makes it 33 Welcome :: Puffell 34 Bromley by Bow Centre 35 The quest for integrated health and social care, The King's Fund, September 2012

10 work better for patients. The only way of finding this out is to involve patients in the design and delivery of the new model. CONCLUSION The changes set out above propose a different way of delivering primary care. It builds on the strengths of general practice with its bio-psychological model of care based on a registered list of patients, but it goes beyond this through partnership with other providers of health and social care. The overarching aim of the changes is to make the service work better for patients and to join it up with the rest of the health and social care so that patients are unaware of the organisational make-up of the care they receive. The changes will allow practices to provide rapid and easy access for patients with urgent needs, whilst providing continuity of care for more vulnerable groups of patients. The practice needs to become a hub in the community that brings together other public, private and voluntary organisations to improve the health and wellbeing of the local population and in doing so supports a growing programme of self-care. It is unlikely that individual practices will have the resources and capacity to make all the changes described above so it seems likely that practices will need to come together either as a federation or by mergers to deliver the scale of change necessary. There are examples in other parts of the country where this is happening The changes required in general practice are part of much wider changes occurring across health and social care in West Cheshire as described in the West Cheshire Way vision. Running through all these changes is the need to improve communication. This means using the technology we already have better and being better at sharing information. It also means embracing technologies that can empower patients to care for themselves better and also support truly integrated patient centred care. November The Vitality Partnership 37 Primary care quality and safety systems in the English National Health Service: a case study of a new type of primary care provider, Journal of Health Services Research and Policy, September Suffolk GP Federation

Milton Keynes CCG Strategic Plan 2012-2015 Introduction Milton Keynes CCG is responsible for planning the delivery of health care for its population and this document sets out our goals over the next three

Community Pharmacy in 2016/17 and beyond Stakeholder briefing sessions 1 CONTENTS Contents This presentation describes our vision for community pharmacy, and outlines proposals for achieving that vision,

End of Life Care LONDON: The Stationery Office 14.35 Ordered by the House of Commons to be printed on 24 November 2008 REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 1043 Session 2007-2008 26 November

Cheshire & Merseyside Sustainability and Transformation Plan People and Services Fit for the Future 2 The Challenge for the NHS As a nation we are fortunate to have a National Health Service that is free

North West London Sustainability and Transformation Plan Summary Being well, living well: a sustainability and transformation plan for North West London November 2016 Have your say We want to hear your

ACHIEVING EXCELLENCE IN A STRATEGY FOR SCOTLAND IMPROVED AND INCREASED USE OF COMMUNITY PHARMACY SERVICES PHARMACY TEAMS INTEGRATED INTO GP PRACTICES TRANSFORMED HOSPITAL PHARMACY SERVICES THAT SUPPORTS

NHS 111 Introduction The NHS 111 service is being introduced to make it easier for the public to access healthcare services when they need medical help fast, but it s not a lifethreatening situation. The

The online triage and consultation tool transforming general practice View a working demo at econsult.net This project has the rare potential to both significantly enhance the quality of healthcare provision

The Symphony Programme an example from the UK of integrated working between primary and secondary care Jeremy Martin, Symphony Programme Director About South Somerset 135,000 population, older age profile

Challenges and Innovations in Community Health Nursing Diana Lee Chair Professor of Nursing and Director The Nethersole School of Nursing The Chinese University of Hong Kong An outline The changing context

5. Integrated Care Research and Learning 5.1 Introduction In outlining the overall policy underpinning the reform programme, Future Health emphasises important research and learning from the international

Update on co-commissioning of primary care: guidance for CCG member practices and LMCs British Medical Association bma.org.uk This paper is an update of previous GPC (general practitioners committee) guidance

PRISM: GPs - your questions answered 1. What is Prism? Prism is our new primary care service for mental health and run by Cambridgeshire and Peterborough NHS Foundation Trust (CPFT). The service puts specialist

Unscheduled care in Haringey 1. Introduction There have been many changes to urgent, unscheduled and unplanned care over recent years. To begin with Casualty departments became Accident and Emergency departments,

Developing Telecare Services in Birmingham The Story so far Aktive Conference, University of Leeds 8 th April 2014 City-wide telecare service First of its kind To benefit 27,000 people over 3 years Birmingham

Mental Health Crisis Care: Essex Summary Report Date of local area review: Onsite 16-17 December 2014 Date of publication: June 2015 This inspection was carried out under section 48 of the Health and Social

111 Wales: Frequently Asked Questions What is 111 and why are you introducing it now? The 111 service will join up two services that are currently provided by different parts of the NHS in Wales namely

Cambridgeshire and Peterborough Sustainability and Transformation Plan / Fit for the Future Programme Frequently Asked Questions Second Edition Contents Introduction to the Sustainability and Transformation

Mid and South Essex Success Regime Overview and next steps Andy Vowles, Programme Director 18 April 2016 What s in this briefing Part 1 overview Background to the Success Regime Action to date The challenge

Waltham Forest Clinical Commissioning Group Accessing Urgent Primary Care in Waltham Forest A consultation on the future of the walk-in service at Oliver Road, and improving primary care services in the

Council of Members 20 January 2016 Feedback on election process: Council of Members Chair and Deputy Chair Malcolm Hines, Chief Financial Officer Minutes of last meeting: 14 October 2015 Dr. Richard Proctor,

August 2017 Planning for better health and care in North London A public summary of the NCL STP Planning for better health and care in North London North London NHS organisations are working together with

Please find below APTUKs views to the proposals for change in Community Pharmacy as discussed at the Community Pharmacy in 2016/2017 and beyond stakeholder meeting on the 4 th February 2016 Introduction

NHS Pathways and Directory of Services Core Narrative Purpose The NHS Pathways and the Directory of Services core narrative has been designed to support NHS communications leads and/or project managers

A Public Service Ombudsman: A Consultation Cabinet Office 16 June 2015 1 About Independent Age Founded 150 years ago, Independent Age is an established voice for older people, their families and carers,

Health and care in South Yorkshire and Bassetlaw Sustainability and Transformation Plan a summary Introduction This is the summary version of the South Yorkshire and Bassetlaw Sustainability and Transformation

Next Steps on the NHS Five Year Forward View easy read About this document This document uses easy words and pictures. You might want to read through it with someone else to help you to understand it more.

Working in Partnership with other Professionals in Health and Social Care Practice: A comparison of multi-disciplinary working in mental health and older person s services Page 1 of 9 1. Introduction The

Patient Guide to the Practice Appointment System Produced in association with our Sponsored by www.charnwoodcommunitymedicalgroup.co.uk Version 1.0 Page 1of 12 About this Guide This guide is designed to

Pharmacy Workforce Summit Report: right place, right time, right number positioning the workforce for patients March 2017 Contents 1. Introduction.2 2. Background..2 3. Emerging themes and considerations..3

DEEP END MANIFESTO 2017 In March 2013 Deep End Report 20 (Annex A) took the form of a manifesto entitled:- What can NHS Scotland do to prevent and reduce health inequalities? The report and recommendations

Briefing October 2017 The non-executive director s guide to NHS data Part one: Hospital activity, data sets and performance Key points As a non-executive director, it is important to understand how data

Integrated respiratory action network for patients with COPD In this Future Hospital Programme case study Dr Helen Ward describes how a team from The Royal Wolverhampton NHS Trust established a respiratory

The interface between primary and secondary care Key messages for NHS clinicians and managers In partnership with: NHS England and NHS Improvement 2 Good organisation of care across the interface between

Sustainability and transformation plans in London An independent analysis of the October 2016 STPs (completed in March 2017) Authors Chris Ham Hugh Alderwick Nigel Edwards Sally Gainsbury September 2017

The Future of Primary Care Martin Roland University of Cambridge General practice in Denmark, and in many other developed countries, is suffering at the current time due to a shortage of GPs and a rapidly

The Alston Alliance s Health & Care Plan For Alston Moor A Summary The challenges The main challenges to providing health and social care for Alston Moor now and in the future, and the gaps in provision,

Delivering Integrated Health and Social Care for Older People with Complex Needs across Western Bay Statement of Intent March 2014 1 1. Introduction This document sets out our commitment to deliver integrated

Page 1 Principles for Integrated Care The lack of joined-up care is the biggest frustration for patients, service users and carers. Conversely, achieving integrated care would be the biggest contribution

NICE Charter 2017 Who we are and what we do 1. The National Institute for Health and Care Excellence (NICE) is the independent organisation responsible for providing evidence-based guidance on health and

Framework for Cancer CNS Development (Band 7) Opening Statement This framework provides a common understanding of the CNS role across the London Cancer Alliance and will be used to support the development

Telehealth in Kent: what s behind its success? 1 What kit did Kent use? The governing factor for KCC when choosing their telehealth kit was simplicity for the user. Typically, each telehealth patient has:

Affiliated Teaching Hospital BOARD OF DIRECTORS 28 TH SEPTEMBER 2012 AGENDA ITEM: 11.1 TITLE: INTENSIVE SUPPORT TEAM REPORT PURPOSE: The Board of Directors is presented with the report from the Intensive

Paper Ref: NIB 0607-006 Delivering the Five Year Forward View Personalised Health and Care 2020 INTRODUCTION The Five Year Forward View set out a clear direction for the NHS showing why change is needed

briefing February 2014 Issue 270 Mental health and crisis care Key points The Concordat is a joint statement, written and agreed by its signatories, that describes what people experiencing a mental health

Community Mental Health Teams (CMHTs) Community Mental Health Teams (CMHTs) support people living in the community who have complex or serious mental health problems. Different mental health professionals

The North West London health and care partnership Sept 2017 The North West London health and care partnership Introduction In 2016, over 30 NHS organisations and local authorities came together to develop

Each and Every Need A review of the quality of care provided to patients aged 0-25 years old with chronic neurodisability, using the cerebral palsies as examples of chronic neurodisabling conditions Recommendations

Supporting the acute medical take: advice for NHS trusts and local health boards Purpose of the statement The acute medical take has proven to be a challenge across acute hospital trusts and health boards

Urgent and Emergency Care Review - time to do it If it s really serious I want specialist care Help me to help myself and not bother the NHS If only they could talk to my GP? Keith Willett Kings Fund 2014